TABLE OF CONTENTS
1. Executive Summary 2. Technical Approach 3. Related Experience 4. Team Members & Company Info 5. Project Schedule 6. Contract Price
The unspoiled natural setting and inviting cultural flavor of American Samoa is what defines its identity and will ultimately distinguish it as a unique and attractive destination.
Executive Summary Eco Tourism International (ETI) and DHM Design are excited about the opportunity to collaborate with the American Samoa Government and local stakeholders in developing a Tourism Master Plan for American Samoa. Our highly experienced team will identify realistic options and set a clear direction for tourism development in the islands. We will empower the community in the decision-making process, and the result will be a Tourism Master Plan that provides a strong foundation for future marketing initiatives, identifies financially feasible investment opportunities, and maximizes community-wide economic benefits while protecting the natural environment and local culture. The territory is starting from a position of many advantages. Its relatively unspoiled nature, island scenery, history and culture are strong draws for tourists from around the world. The foundation and resources of the U.S. National Park located in the territory is a unique and advantageous attraction. What American Samoa currently lacks is the critical mass of tourists, amenities and transportation services needed for market recognition. The ETI/DHM team’s goal is to provide strategic direction for American Samoa’s tourism development, emphasizing practical advice and supporting materials for government and community leaders, potential investors, strategic partners, tour operators, and other interested parties. The Master Plan will identify the best ways to leverage the fastest growing tourism market niches (nature, culture/ heritage, soft-adventure, “voluntourism”, etc.) to create economic opportunities for local communities.
The Plan’s success will depend critically on generating a substantial increase in visitors, so special emphasis will be placed on practical marketing strategies to attract highbenefit, low-impact eco-travelers. These “ecotourists” travel to experience nature and want to preserve the environment and benefit local people. Their needs range from very rustic to super luxury. The natural beauty and inviting cultural flavor of American Samoa is what defines its identity and will ultimately distinguish it as a unique and attractive ecotourism destination. One way to strengthen a location’s identity is by applying a critical regionalism approach to planning and design. By putting an emphasis on a location’s history, local customs, climate, surrounding environment, available resources and existing architectural styles, we can intertwine them with modern technologies to create a unique, authentic and lasting destination. This approach, along with the participation from the local community and stakeholders will ensure that American Samoa develops into an unforgettable and sustainable destination in the South Pacific. The team’s ultimate interest and commitment is in going beyond the RFP to become an ongoing partner in helping American Samoa to become a leader in sustainable tourism. We understand and relate to the differing needs of government, businesses, investors, tourism professionals and consumers. We would be pleased to function as a longer-term support group to interested parties, such as the Visitors Bureau, in providing further marketing and tourism/ hospitality training, market outreach, and specific project design, development and investor recruitment services.
Executive Summary THE TEAM
Our greatest benefit to you is the level of personal service, commitment, and expertise you can expect from every person on our team. Eco Tourism International, DHM and our team of highly experienced consultants are dedicated to the successful completion of the Tourism Master Plan for American Samoa. Each person listed below will be the primary contact for their particular expertise from the beginning of the project to the final submittal. We believe this level of responsibility and responsiveness is required to fully understand the opportunities and constraints associated with developing tourism in American Samoa to not only develop implementation plans but also see those plans fulfilled. The strength of the team is its depth of practical experience in planning, developing and operating sustainable tourism projects in sensitive natural areas and engaging local communities in the process.
Dr. Ed Sanders, Team Leader, co-founded Eco Tourism International (ETI) to provide feasibility and implementation services to developers of ecotourism and related sustainable development projects. For the past ten years at ETI, Ed has focused on preparing strategic plans, feasibility studies, business plans, and investment proposals for ecolodge and broader ecotourism projects. He is a former ViceChairman of the Board of The International Ecotourism Society and a frequent speaker on ecotourism issues. Ed is a founding partner in a 13,000 acre conservation and ecotourism project in Belize, demonstrating his interest in actually developing successful ecotourism projects. Ed has a Ph.D. in economics from Yale University and attended the Advanced Management Program at the Harvard Business School.
Gregg Brown, Principal at DHM Design Corporation (DHM), has over 25 years of experience planning and designing facilities for the United States National Park Service, communities in challenging environments, and resort / tourism facilities at destinations throughout the United States, Mexico and the Caribbean. He has extensive experience managing public review and approval processes that engage all constituents in project planning and implementation, as well as gaining zoning and site plan approvals. Cliff Lind, Project Manager, has worked as a resort planner and designer since joining DHM Design in 1996. His responsibilities include conceptual design through construction documents, construction administration, planning, graphics, business development and project management. His project philosophy is built on a strong foundation of environmentally and culturally responsible planning and design, balancing visitor experience and ecological preservation Dr. Kelly Bricker, Community Involvement and Ecotourism, is an Associate Professor in the Department of Parks, Recreation, and Tourism at the University of Utah. Previously she taught tourism policy and practice for three years at the University of the South Pacific in Fiji and has been actively involved in the ecotourism industry as a tour guide, operator, and manager. She is a PADI dive instructor and holds a masters license for 50 ton sailing auxiliaries. She is the Chairman of the Board of The International Ecotourism Society (TIES) and is currently also serving at its interim Executive Director.
Kathleen Dragon, Tourism Marketing, has 22 years experience working with local operators, guides, accommodations owners, and destination managers to develop, package and market their offerings. She owns both a small tour management company and a specialty tourism marketing company. Her marketing expertise is helping tourism officials and providers effectively understand and create focused initiatives for priority targeted travelers. Dominique Gettliffe, Project Architect, is founder of Gettliffe Architecture, a sustainable design firm emphasizing design that conserves energy, limits environmental impact and contributes to the users’ enjoyment of life. He brings extensive construction management experience in leading people with diverse skills and backgrounds in the implementation of complex projects. The planning and design of ecotourism facilities unites his expertise in sustainable design and construction with a design approach that lifts the spirit through connection to nature, natural light, and thermal delight within the expression of local context and identity.
The ETI/DHM team looks forward to the opportunity to support the DOC in preparing a Tourism Master Plan that reflects community priorities and values.
TECHNICAL APPROACH The ETI/DHM team looks forward to the opportunity to support the American Samoa Government Department of Commerce in preparing a Tourism Master Plan that reflects community priorities and values and offers the potential to significantly improve local economic and social well-being. We are proposing a technical approach that follows the tasks outlined in the RFP, although in a few cases, we have re-arranged the sub-tasks slightly while covering all the requested activities and deliverables.
TECHNICAL APPROACH
PREPARE TOURISM FRAMEWORK As outlined in the RFP, the initial task for the ETI/DHM team will be to utilize its planning, project development, and specialty marketing experience to efficiently prepare a Tourism Framework for American Samoa. This framework will include an analysis of tourism trends in the South Pacific islands, together with an assessment of American Samoa’s competitive positioning in this market. It will outline basic tourism development options with pros and cons. It will focus on the likely primary attraction(s), such as the National Park, that will stimulate initial tourist interest in coming to American Samoa as well as the supporting activities and services that will influence their ultimate decision to choose the territory over other destinations. The Tourism Framework will be used as the basis for consultations with the American Samoa Government Department of Commerce (DOC) and meetings with a wide-range of community stakeholders during an initial fact-finding and “listening” visit. Based on the feedback from the first visit, the team will refine the Tourism Framework in coordination with DOC staff in order to prepare a more comprehensive draft Master Plan.
1.1 Pre-visit Draft Tourism Framework Preparation: The Draft Tourism Framework will be based on a thorough analysis of tourism trends in the South Pacific islands, with primary focus on similar destinations, such as Western Samoa, which have been more successful in generating tourism growth. It will evaluate market data, travel accommodations, air and marine transportation, and travel industry perceptions of the territory as a tourism destination. This analysis will provide a preliminary assessment of American Samoa’s competitive positioning in the South Pacific market. It will outline the primary tourism development options, such as the National Park’s ecotourism initiative, that can increase sustainable benefits from visiting friends and family (VFR), cruise ship and business travelers, and the ecotourism opportunities in the Manu’a islands. In order to be successful in the specialty tourism market, the destination has to have one or more primary attractions, which provide the basic reason for a tourist to become interested in the destination in the first place. In addition, more remote destinations such as American Samoa, also need supporting attractions that will encourage tourists to make the effort to come and stay longer. These primary and supporting attractions have to be strong enough to overcome tourist concerns (distance, limited transport options, inadequate hospitality amenities, health and safety concerns, etc.). The Draft Tourism Framework will address these competitive strengths and weaknesses in terms of a variety of potential specialty markets (nature, soft-adventure including scuba diving, culture/heritage, service vacations, etc.).
Our team’s approach is to focus on what the market is looking for and what will be financially viable. The goal is to outline a broader economic development strategy, not just a tourism development plan (i.e., how best to maximize economic linkages and minimize leakages). The Draft Tourism Framework will provide a preliminary set of near and longterm recommendations about how best to fill perceived gaps in facilities and services, a rough sense of priorities, and likely return on investment. 1.2 On-site Evaluation and Community Meetings: Once the Draft Tourism Framework is ready, an on-site assessment of existing tourism facilities and attractions will be undertaken. We will evaluate the facilities and attractions in terms of potential market needs and opportunities. The purpose is to identify gaps and future investment requirements in relation to the specific specialty market niches outlined in the Draft Tourism Framework. Preliminary financial information will be collected during the on-sites visits to facilitate subsequent in-depth feasibility evaluations and financial analyses of likely required investments in the accommodations and attractions that will be necessary to increase tourist visits. The Draft Tourism Framework will be presented in a large scale, professional format to facilitate Community presentations. The team will schedule extensive meetings and interviews with government officials, members of the Visitors Bureau, other stakeholders on Tutuila, residents of the Manu’a Islands, National Parks staff and any other industry or community members suggested by the DOC.
The team believes that it will be useful to also visit Western Samoa to get a better understanding of the potential for collaboration and competition between the two island groups. Given the very tight time-table for the project and the additional expense, however, this is an element that could be eliminated either to save money or free up the time of the team to concentrate just on American Samoa depending on the preferences of the DOC. 1.3 Revise and Refine the Tourism Framework: Based on community feedback and preliminary feasibility analyses, the ETI/DHM team will finalize the Tourism Framework in close coordination with the DOC. The resulting framework will identify both short and long-term growth options and priorities, including a financial model of potential tourist visits. It will define a vision for tourism development that will guide funding, organizational structure and involvement of local and overseas tourism industry decision-makers. Based on advice from the DOC about what might be feasible or difficult, potential partners for collaboration in various parts of the Tourism Master Plan will be identified and evaluated. Based on the final Tourism Framework, the team will also discuss with the DOC any proposed modifications to the initial work-plan and timeline for project completion.
TECHNICAL APPROACH
DRAFT TOURISM MASTER PLAN The next, and principal task, will be to prepare a Draft Tourism Master Plan using the Tourism Framework as the starting point. Based on findings and guidance from the initial site visits, the team will recommend an overall sustainable tourism development strategy. The Draft Master Plan will identify very clearly the specialty market niches in which the territory is likely to have a competitive advantage, the types of facilities and accommodations that would be required to meet the particular needs of the various types of travelers in these niches, and the marketing techniques that will be most cost-effective in reaching them. The Draft Master Plan will include conceptual land use plans, maps, diagrams, density allocations, amenity/resource plans and character sketches formatted both for the Tourism Master Plan Document and for public meetings.
Once the Preliminary Draft Master Plan has been prepared, the team will return to the territory to present it to a wider group of stakeholders to get further feedback and suggestions. In addition, during this second visit, certain team members will undertake preliminary environmental assessments to ensure that the various project recommendations are environmentally and socially sound. Other team members will identify the best opportunities for tourism based economic diversification that provide greater grass-roots employment at the village level. Based on the stakeholder meetings, the Preliminary Draft Master Plan will be updated to incorporate these additional findings. It will focus not just on increasing potential direct tourism revenues, but also on enhancing the “linkages” back into the local economy and minimizing the “leakage” into imports, which do not create local jobs or benefits.
2.1 Preliminary Draft Master Plan: Building on the agreed-upon Tourism Framework, the team will prepare a Preliminary Draft Tourism Master Plan. The Preliminary Draft will provide a more specific recommendation on the proposed courses of action to expand the various specialty tourism markets identified in the Tourism Framework. As appropriate, the Preliminary Draft will include alternative courses of action where the initial on-site and community meetings suggest that there might be a substantial difference of opinion. If this is the case, the Preliminary Draft Tourism Master Plan will outline the primary pros and cons of the alternatives. In order to facilitate the presentation to interested parties, the Preliminary Draft will be prepared in digital format suitable for web publishing, in largescale format suitable for public hearings, and also more detailed materials for meetings with stakeholders. The documents will include preliminary versions of: conceptual land use plans, maps, diagrams, density allocations, amenity / resources plans and character sketches. 2.2 In-depth Stakeholder and Public Meetings: In order for the Tourism Master Plan to have a realistic chance of being implemented, it must have widespread official and public buy-in. The team will arrange a series of public and private meetings based on guidance from DOC and others gained during the team’s first visit. These meetings are viewed as especially critical, because the results from them will determine the basic thrust of the recommended Tourism Master Plan. 2.3 On-site Environmental Assessments: Based on the specific development recommendations in the Preliminary Draft Master Plan, the team will identify any specific environmental issues that will require deeper environmental evaluations prior to recommending any projects or actions likely to impact the natural or cultural environment.
Two team members will have lead responsibility for these assessments, which will form an important part of the final Tourism Master Plan. Because so much of the tourism marketing strategy is likely to be on ecotourism, scrupulous attention must be paid to preserving the quality of the local natural environment. recommending any projects or actions likely to impact the natural or cultural environment. Two team members will have lead responsibility for these assessments, which will form an important part of the final Tourism Master Plan. Because so much of the tourism marketing strategy is likely to be on ecotourism, scrupulous attention must be paid to preserving the quality of the local natural environment. 2.4 On-site Diversification Assessments: Based on the specific development recommendations of the Preliminary Draft Master Plan, the team will identify opportunities to diversify local economies and provide grass-roots employment, especially at the village level. The Master Plan will emphasis tourism investments that maximize “linkages” to the local economy and minimize “leakages” (i.e., the use of imported rather than local products). As emphasized earlier, the team’s broad objective for the Master Plan is to leverage tourism as much as possible to build a stronger and more sustainable local economic base, not just to increase tourism revenues per se. 2.5 Final Draft Tourism Master Plan: Based on feedback from community and stakeholder meetings and workshops, guidance from the DOC, and the findings of the on-site environmental and economic diversification assessments, the team will prepare the Final Tourism Master Plan. This plan will include extensive, high-level graphics suitable for use in reaching global markets and for off-island presentations and regional conferences. The graphics may be modified somewhat following the final team visit in task 5, but the basic materials will be prepared as part of the preparation of the Final Draft of the Tourism Master Plan.
TECHNICAL APPROACH
VISITOR ATTRACTION IMPLEMENTATION PLAN
Based on feedback and on-site findings regarding current and future tourism facilities and attractions, the team will prepare a comprehensive marketing plan covering media, airlines, tour operators, travel agents and other industry players. This Visitor Attraction Implementation Plan will emphasize cutting edge Web 2.0 marketing tools designed to appeal to the various niche markets identified in the draft Master Plan. Drawing on personal familiarity with specialty tourism markets and key industry officials, the team’s marketing specialist will recommend targeted approaches, including initiatives targeted to women (who make approximately 88% of travel decisions). The Visitor Implementation Plan will be structured so that it can also be used on a stand-alone basis with industry groups and will include benchmarks for achieving the visitation targets that will be part of the Tourism Master Plan.
Because of the small current base of true tourists to the territory, the Visitor Implementation Plan will also explore non-traditional partnerships and specialty markets in order to exploit every potential opportunity. For example, a large number of North Americans have seasonal homes in Hawaii and many use them as a base for further exploration. It might be possible, therefore, to put together joint marketing programs with Hawaiian Airlines to attract these visitors. Another possibility would be to target that portion of cruise passengers who use their voyages to scout out potential options for return visits. A special program might be put together to lure them back to American Samoa for longer stays. At the same time, great care will be required to avoid overloading sensitive natural areas or the carrying capacity of the islands. Regardless of the specific visitor attraction recommendations, however, implementation of the plan will have to be agile, dynamic and entrepreneurial in order to exploit rapidly changing Web technologies and tourism developments. Nothing will be more important than developing a realistic implementation plan to actually increase tourist visitation to territory. Unless a larger number of tourists can be attracted, it will be extremely difficult to justify investments in the range of accommodations and attractions necessary to meet their needs.
3.1 Background Market Assessment: A central element in preparing the Task 1 Tourism Framework will be a systematic assessment of the South Pacific tourism market. In addition to collecting and analyzing relevant tourism statistics and market research documents, the team will consult with media, transportation companies, tour operators and other players to get their practical insights and experience with American Samoa’s market opportunities and limitations. As emphasized above, the market size is too small to justify expensive, acrossthe-board advertising or other general marketing initiatives. Instead the focus will be on identifying the specific ecotourism and specialty tourism market niches where American Samoa will be most competitive. Part of the market assessment, therefore, will be to identify the most cost-effective and practical vehicles for reaching each of the individual markets. 3.2 On-site Interviews, Meetings and Training Sessions: As part of the Task 1 on-site evaluations, Kathy Dragon, the team’s marketing specialist will interview as many local industry participants as possible to get their evaluation of what has worked and not worked in the past and explore with them the recommended approaches to be included in the Tourism Master Plan. Kathy’s specialty is in working with the type of high-income groups with sufficient leisure to take longer vacations (especially baby boomers and women). These groups have rapidly moved to the Web and social networking sites for their travel information and decisions.
Kathy will explore the degree of interest and ability of the tourism industry in American Samoa to use these emerging technologies. Based on the degree of interest expressed during the team’s initial visit, Kathy will be prepared to provide one or more training sessions in the use of these new social networking tools for tourism marketing purposes. (See Attachment A for an example of some of her presentation materials). 3.3 Prepare the Visitor Attraction Implementation Plan: Drawing on her extensive experience as a marketing executive and tour operator, Kathy Dragon will develop a proposed marketing campaign for the project. It will be a comprehensive plan that covers media, airlines, tour operators and other players. It will emphasize cutting edge web-marketing tools and recommendations tailored to the various niche markets indentified in the draft Tourism Marketing Plan. She will also suggest specific approaches for marketing to women decision-makers (who make 80 to 90% of travel decisions). The Visitor Attraction Implementation Plan will be incorporated as part of the Tourism Master Plan, but could also provided on a standalone basis for use as appropriate. The Plan will include benchmarks for achieving the visitation projections that will be used in the Tourism Master Plan
TECHNICAL APPROACH
SITE PLANS AND FEASIBILITY STUDIES During the second site visit, the team will also undertake additional analyses in order to prepare alternative concept studies, site development plans, and financial feasibility evaluations for the (1) Rainmaker Hotel Redevelopment, (2) Pago Pago Harbor Marina Development, and (3) Ecotourism Projects on Manu’a Island. Each of the locationspecific designs and feasibility studies will be based on a systematic assessment of the realistic market demand for the alternative concepts. The Rainmaker Hotel and Manu’a island ecotourism design recommendations and feasibility studies will be fairly detailed. The Marina Development assessment will be a pre-feasibility study identifying the potential demand for marina and related services along with illustrative site locations and layouts. Depending on
the amount of supporting information available in the Port Master Plan and the likely location of the proposed marina, more detailed engineering and environmental assessments (outside the scope of this proposal) may be required before firm recommendations can be made. Alternative concept studies, site development plans and financial feasibility analyses will be prepared for the Rainmaker Hotel Redevelopment, the Marina, and ecotourism on the Manu’a Islands. Investments in each of these project areas are likely to be primarily from the private sector, so the focus will be on evaluating project feasibility and potential return on investment from that perspective.
4.1 Rainmaker Hotel Redevelopment: The team will identify the causes for the past decline in the facility and identify alternative concepts for its redevelopment. As with other parts of the Master Plan, the team will carefully evaluate the potential demand for additional hotel rooms at the Rainmaker site. The review will address the question whether the balance of the property can realistically be rehabilitated or whether it would be financially more appropriate to either remove it or rebuild anew. In addition to the financial feasibility analysis, the team will prepare site drawings and concept sketches that can be used by the ASDC in its reviews and with potential investors or other interested parties. 4.2 Pago Pago Harbor Marina Development: Team members will draw on their marine experience (off-shore sailing, 50 ton masters sailing auxiliary license) to evaluate the Port Master Plan’s proposed location of a pleasure boat marina near the end of the bay. The evaluation will include an assessment of the current and likely future demand for private and commercial pleasure boats and the amount of potential revenue from those activities. It will also include an evaluation of the compatibility of co-locating the marina with the ferry slipway and the canneries and container wharf versus other possible locations. The result will be a pre-feasibility study for a pleasure boat marine including restaurant, repair, retail and related facilities.
The team has not seen the Port Master Plan so does not know whether it contains sufficient background marine engineering or environmental evaluations necessary to prepare a more detailed financial feasibility study. If this supporting analysis is not available, some additional in-depth studies may need to be conducted separately, based on the findings and recommendations in the Tourism Master Plan. 4.3 Eco-Friendly Tourism Development on Manu’a Island: The team is starting with a working hypothesis that ecotourism (including dive and other marine ecotourism, cultural tourism, etc.) will be the primary market niche for American Samoa. As a result, the overall Tourism Master Plan will almost certainly feature a number of recommendations regarding possible ecotourism facility development and marketing options for Tutuila as well as for the Manu’a Islands, such as the home stay program being promoted by the National Park. Within that overall approach, however, the team will devote particular attention this outlying area, as various forms of ecotourism are likely to be its only realistic tourism development option. This portion of the overall plan will include achievable outcomes based on a review of what will be financially feasible given the transportation challenges, the lack of a critical mass of tourism support facilities, and the need to protect the natural and cultural heritage of the Islands.
TECHNICAL APPROACH
FINAL PRESENTATIONS AND APPROVALS The Final Tourism Master Plan will be prepared based on information learned while working on the Visitor Attraction Plan, the Site Plans and Feasibility Studies as well as additional feedback from the DOC. The team will then return to American Samoa to present the Final Master Plan to the DOC, government leaders and other stakeholders in coordination with the American Samoa Visitors Bureau as well as at a series of public hearings. Based on these meetings and any remaining guidance from the DOC, the team will prepare a final Tourism Master Plan that can be used with local groups, potential outside investors and international tour operators and other industry leaders to implement the Plan. 5.1 Prepare the Final Tourism Master Plan: Incorporating information from the previous two tasks and responding to any remaining comments and guidance from the DOC, the team will finalize the Tourism Master Plan. As the DOC desires, the three studies from Task 4 could be included in the Master Plan document itself or submitted as separate documents.
5.2 Present the Plan to Government Leaders and Other Stakeholders: The purpose of this sub-task is to provide sufficient information and answer any questions necessary to expedite moving the plan through the approval process. 5.3 Work with American Samoa Visitors Bureau: Assist in implementing the Master Plan and coordinate with ASDC for the Rainmaker development and other ASG departments regarding site specific proposals. We are especially interested in supporting the Visitors Bureau as a potential partner to serve as an aggregator or conduit for individual tourism providers to access some of the more sophisticated Web and social marketing tools that are becoming so central to effective visitor attraction programs. 5.4 Attend a Minimum of Four Public Hearings: The team would participate in public hearings with the Territorial Planning Commission (TPC) as they take action on the final Tourism Master Plan. Because of the very tight time schedule for completing the project, the team is proposing that these public hearings all be covered during one trip (as opposed to two trips specified in the RFP). If a second trip is required because of a desire to make additional changes in the final Tourism Master Plan, the team is proposing both an addition to the contract price and an extension of the project deadline by at least three weeks.
TECHNICAL APPROACH
PROGRESS REPORTS AND FINAL REPORT Timely communication is critical to the success of the Tourism Master Plan process. In many instances, the team can take advantage of current technology to assist in communicating between meetings scheduled on American Samoa. We currently use Skype for voice and video communication, GoToMeeting for document or drawing review, collaborative web sites for large file sharing, and email.. In addition, periodic update reports will be created and distributed so that all parties can review and comment on our progress. 6.1 Bi-weekly Progress and Status Reports: The team will submit bi-weekly progress reports and status reports at the completion of each task. These reports will explain the status of the master plan process and include in-progress updates of each section of the master plan report as it is being developed. Timely communication is important to the successful and on time completion of the master plan report. These reports will be submitted digitally and can be followed by a paper copy in the mail if requested.
6.2 Final Report: The team will submit final report documenting lessons learned obstacles encountered and outcome of the review and approval process. 40 copies of the Master Plan will be submitted at the completion of the project. The Final Tourism Master Plan and all supporting documents will be provided digitally as PDF files. As an additional service, the team can produce web specific versions of all the documents, web pages for the DOC website, or a complete website for the Tourism Master Plan.
Our team will share our practical experience developing, operating and marketing ecotourism ventures around the world.
RELEVANT EXPERIENCE Our key team members have many years of planning and consulting experience, and have actively worked in permitting, financing, building, and/or marketing sustainable tourism projects. As a result, each team member will participate in all aspects of preparing the Tourism Master Plan, sharing their practical experience in developing, operating and marketing ecotourism ventures around the world.
RELEVANT EXPERIENCE
BELIZE LODGE AND EXCURSIONS (ble) BLE is a 20 square-mile private conservation and ecotourism project located in the remote south of Belize in an area of indigenous Mayan villages that rely primarily on subsistence agriculture for livelihood and speak local Mayan dialects as their first language. BLE preserves the last remaining stretch of tropical forest connecting the mountains to the coast in Belize and buffers much of the watershed of the Port Honduras protected marine zone. The project features a circuit of three high-end ecolodges. The first is located near one of the two main Mayan ruins in the south and is the base for the land-based activities in the area. The second is a three hour canoe or kayak ride down a pristine jungle river (there is no road in). And the third is on a small island in a protected marine zone. Except for the Managing Director and two foreign trainers, the local staff of over 100 (including lodge managers, food and wait service, housekeeping, guides and rangers) all come from the local Mayan villages. BLE is the largest employer in the Toledo District of Belize and is developing additional local income generating activities (i.e., sustainable forestry, organic agriculture). Ed Sanders, co-founder and President of Eco Tourism International did all the feasibility analysis and business planning for the planning, and recruited most of the investors for this $12 million project. He became a partner in it, in lieu of payment of consulting fees, and serves on BLE’s Board of Directors.
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Website: www.belizelodge.com 13,000 acre private nature reserve 36 rooms 3 separate lodges Wildlife rehabilitation center Terrestrial, river and marine tours
LOCATION • Southern Belize SERVICES • Business planning • Investor recruitment STATUS • Project operating
RELEVANT EXPERIENCE BLACKBIRD CAYe
The non-profit Oceanic Society owns and operates a research station on Blackbird Caye, the largest island off the coast of Belize in Central America. The Society uses the station to run week-long trips for high-paying guests who participate with their researchers in monitoring a variety of marine developments (e.g., reef, dolphin, turtle, crocodile health and behavior). They were concerned about incompatible development on an adjoining dive resort and a portion of the southern end of the island (roughly 200 acres) that had recently been put up for sale. They asked Eco Tourism International and Gettliffe Architecture to undertake a preliminary site planning and feasibility study in order to attract potential conservation-oriented investors who might participate in sustainable development of the area.
Eco Tourism International, prepared a preliminary business plan for the sale of the dive resort and financial pro forma projections for the adjoining development. Gettliffe Architecture prepared a preliminary site plan for the development of the southern tip of the island, including a marina, ecolodges, small retail, and staff housing. Reference: Birgit Winning, Executive Director, winning@oceanicsociety.com
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Sale of existing dive resort Adjoining 750-acre eco-development 2,400 foot airstrip 55 eco-condo units Marina (and hurricane shelter) Associated service and retail
LOCATION • Blackbird Caye 20 miles off-shore from Belize City SERVICES • Preliminary site planning • Preliminary feasibility study • business plan STATUS • Seeking developer/investor
RELEVANT EXPERIENCE
COLINA DEL SOL Located in the town of Los Barriles, on the stunning coast of the Sea of Cortez, Colina Del Sol offers an authentic and environmentally friendly living experience. Just steps from the beach, nestled along the Sierra de Laguna mountain range, this development has been carefully planned and crafted to capture the essence of the area. This tranquil retreat offers inhabitants easy access to the attractions and adventure of the Southern Baja, as well as the vacation destination of Los Cabos.
project data: • Recreational Enclave Community • 98 Acres • 176 Single Family Lots • 36 2-Bed Condos • 24 1-Bed Condos • 3.7 Acres Open Space • Community Center with 2 Pools, Playground, Golf Practice Green LOCATION • Los Barriles, Baja California Sur, Mexico SERVICES • Site and Identity Design • Marketing Package STATUS • In Progress
RELEVANT EXPERIENCE
SICHUAN INTERNATIONAL STUDIES UNIVERSITY DHM is honored to have been chosen to complete the master plan for Sichuan International Studies University in the Gele Mountains of Chongqing, China. The design accentuates mountain views with formal courtyards placed at key areas within the building complex. Meandering walks between courtyards have been designed to lend a relaxed social environment to the landscape. The Gele San Mountains are at the foothills of the new campus and provide for a beneficial opportunity to introduce the natural setting of the University into the character of the new campus master plan. By bringing the elements and features of the mountains into the formal central areas that are defined by design, we conjure an infinite landscape, perpetually moving the overall campus between a structured environment and the reflection of its wilder nature.
project data: • International Studies Institute LOCATION • Chongqing, China SERVICES • Landscape Architecture • Master Planning STATUS • In Progress
RELEVANT EXPERIENCE PUNTA CHIVATO
DHM Design is the lead planner for Punta Chivato, a 2,200 acre resort design project in Baja Sur, Mexico. This project involves weaving 36 holes of golf, 1,320 villas, 900 hotel rooms, a village with 100,000 sq ft of retail, and a 136 slip pleasure boat marina into a spectacular site with the least amount of disturbance possible in sensitive native and undisturbed areas. In addition to the 2,200 acres there are also separate community improvements for future employees and a small private airport. This project illustrates our wide range of expertise within the tourism field.
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2,200 Acres 36 Hole Golf Course 1,320 Villas & Casitas 900 Hotel Rooms 280 Lots 100,000 Sq. Ft. Commercial
LOCATION • Heart of the Baja Peninsula on the Sea of Cortez Services • Master Planning STATUS • Planning Phases
RELEVANT EXPERIENCE
canadian ecolodges DHM is the lead planner and designer for a Canadian development team that is proposing multiple luxury ecolodges in partnership with Parks Canada, First Nations and the Inuit across Canada. DHM is currently providing the following services; graphic design, theming and branding, resort programming, alternative energy and systems design, conceptual site planning and design, and conceptual unit design. Future services will include environmental assessments, design development and construction documentation.
COLORADO CHAUTAUQUA Ed Sanders is currently leading the strategic planning process for the Colorado Chautauqua Association. The so-called 2020 Plan is addressing the best ways for this National Historic Landmark to enhance its long-term economic viability by taping new markets, especially the off-season market for business and group retreats. The Plan includes a complete review of the facility’s programs and includes a series of ambitious environmental initiatives designed to make it one of – if not the – “greenest” National Historic Landmark in the country. The focus of the Plan is to find ways to increase revenues from the organizations tourism and hospitality activities. Lodging revenues are the economic engine for supporting Chautauqua’s many cultural and educational activities. The strategic plan is examining all options for improving the return on investment from the Association’s 60 individual cottages and two larger group accommodations facilities. The review includes a systematic look at yield management policies, investments in additional meeting space, re-locating various maintenance and housekeeping facilities out of the campus core, and new marketing initiatives to attract new market niches (e.g., corporate retreats and meetings during the non-summer peak period). The Colorado Chautauqua website is www.chautauqua.com.
project data: • • • • • •
National Historic Landmark (1898) 40 acres 200 guest rooms 60 cottages 2 small lodges 1,500 seat auditorium
LOCATION • Boulder, Colorado, at foot of mountains and • • gateway to open space SERVICES • Preparing strategic plan STATUS • Underway
RELEVANT EXPERIENCE
WILDHORSE RANCH Working as part of a team led by artist Tad Savinar, DHM has developed a ranch master plan for approximately 5,000 acres in southeastern Oregon. Located in the heart of the Steens Mountains, the site is surrounded by historic cattle ranches that have been in operation for several generations. The site’s unique surroundings and rich history are the basis for designing a place for future generations to enjoy. The site development includes working ranch facilities, main residence, artist retreat, and the extensive restoration of the eroded drainageways to reestablish important wildlife habitat.
LARIMER COUNTY OPEN LANDS DHM applies its design process and expertise to all scales of work. Working on the Larimer County Open Lands Master Plan was an effort that covered 2,634 square miles, and focused in detail on nearly half of that. Extensive community input was gathered through surveys and workshops to help direct the counties open land conservation efforts. Important considerations for preservation were; quality of soil for agriculture, ecological value, proximity to existing open land corridors, recreational value, cultural and archaeological value, current use, zoning, ownership, and land value. The resulting Master Plan enabled Larimer County to validate their future open land acquisitions because of the plan’s well documented collaborative community process and clear use of scientific and social resources.
RELEVANT EXPERIENCE SEQUOIA NATIONAL PARK DHM Design’s nationally award winning work with the United States National Park Service at Sequoia National Park is a good example of our master planning expertise at balancing visitor use and environmental sensitivity. This was a fifteen year project to relocate all overnight visitor facilities from the Giant Forest to the less sensitive surrounding forest. Our work at Sequoia started with a master planning effort to determine locations more suitable for the overnight lodging while still maintaining an intimate visitor experience, and ended with the removal of 282 buildings and over a million square feet of asphalt from the Giant Forest and the first phase of the new Wuksachi Village for non-camping overnight visitors.
GRAND CANYON NATIONAL PARK The primary goal for the proposed site improvements at the Grand Canyon Visitor Center and Mather Point is to ensure that visitors experience the most memorable, safe, and pleasant visit possible. The first phase established the shuttle bus transit center and associated parking. The second phase will remove all parking and drives from Mather Point and reestablish a safe and clear pedestrian connection between the rim and the visitor center. The revegetation plan defines planting zones based on differing soil moisture conditions, slope, and aspect.
RELEVANT EXPERIENCE
graphic design Bringing big ideas to life is the core mission of DHM’s talented Graphic Design Team. With the ability to guide a project from initial logo concept sketches, to public presentation graphics, to polished sales creative, DHM provides a seamless solution to any project. Our team thrives on a challenge. The ability to realize that third dimension on paper is another specialty of DHM. Our designers explore dynamics between light, shade, terrain, built spaces, and depth anywhere in your design. With classic hand-drawn styles, hard-edged geometrics and a keen eye for stunning composition, DHM Design brings your project to life.
RELEVANT EXPERIENCE
ECOTOURISM RESEARCH IN FIJI BY KELLY BRICKER
A REVIEW OF RESPONSIBLE TOURISM PRACTICES IN NATURE AND CULTURAL tOURISM oPERATIONS: fIJI ISLANDS During the months of January 2000 through January 2001, a project was undertaken to assess one-day nature/ cultural-based tourism operations within Fiji. This study involved a mail-back survey to better understand individuals participating in one-day tours in Fiji, as well as on-site visits to the majority of day-trip programs in the country. This project was made possible through The University of the South Pacific School of Research Funds. A total of 43 nature and/or cultural-based tours throughout Fiji were evaluated. Tours were selected based on a list of “nature and adventure tour operators” provided by the Fiji Visitors Bureau (FVB). Tours were categorized according to the activities they provided and the natural and cultural environments visited. This study provided an overview of the nature/cultural-based tourism industry currently operating within Fiji. The results suggest that many tour operators emphasize the importance of protecting and respecting the Fijian culture in their tours, but provide little or no information on how the visitor can minimize their impacts on surrounding natural environments. The Fijian culture is a very important component of the tourism industry within Fiji. The natural environment, however, is equally important and needs to be managed in a sustainable manner. Visitors and Hosts need to be made aware of their possible impacts and how to avoid/ manage them.
TOURISM DEVELOPMENT IN THE RURAL HIGHLANDS OF FIJI The overall goal of this research project was to document a unique culture’s “community” (people, landscape, etc.) and the meaning it has to its members. The villages included in this study are located in remote regions of the Fijian Highlands on the eastern side of the main island of Viti Levu. Traditionally, tourism has not been a part of the economic development of these areas. Because of two remote river canyons, tourism was introduced to the highlands and especially to these particular villages. People living in the highlands regions are subsistence farmers by trade. This research project grew out of concern for the welfare of the villagers and the social, natural, and economic environments in which they are accustomed. The results helped to shape how tourism development occurred with respect to tourism design, cultural considerations, and local employment and training.
EXPLORING THE IMPACT OF ECOLODGES ON BIODIVERSITY CONSERVATION, COMMUNITY HEALTH, AND QUALITY OF LIFE This study is funded and planned for Fall 2009-2010 As a South Pacific Island nation, Fiji holds both cultural and natural assets that attract tourists from all over the world. Recognizing the importance of these assets, in 1999, the Ministry of Tourism and Transport established the Ecotourism and Village Based Tourism Policy and Strategy (EVTPS). The environmental emphasis of the EVTPS was prompted by the outcomes of the Environmental Report (1992), and later by the Convention on Biological Diversity 1997 Report on the Republic of Fiji (CBD Fiji) which identified environmental concerns and a move towards sustainable development strategies. Mehta (2002) found that ecolodges subscribing to sustainable tourism strategies positively contribute to the social, environmental, and economic health of their community. To what extent they have done so remains unclear. Thus, the purpose of this pilot project is to explore what role ecolodges have on community health and the quality of life (QOL). More specifically, we will address the following research questions in Fiji: 1. What is the impact of ecolodges on resident’s perceptions of community health? 2. What is the impact of the ecolodge on biodiversity conservation? 3. What are residents’ perceptions of community health? 4. What are residents’ perceptions of quality of life? 5. What is the relationship between quality of life and level of ecolodge sustainable design compliance with the GSTC?
SOCIAL AND CULTURAL IMPACT ASSESSMENT OF TOURISM IN THE YASAWA ISLANDS, FIJI A social and cultural audit was conducted over the course of one year for a prominent resort, located in the Nacula Tikina, Yasawa Islands, Republic of Fiji. To measure social and cultural impacts of the resort in this area, Dr. Bricker and Dr. Kerstetter to improve the resort’s commitment to excellence with the community and in the service provided to its guests. This resort is unique in this regard, as this is the only known cultural audit undertaken by a resort in Fiji. This cultural audit was a detailed examination of an organization or institution at a specific time and place (2006), and involves analysis of its activities in the context of the organization’s own mission statement, its economic, social and cultural impacts on the groups and individuals involved in its operation, and its contribution to the general good. It also involved suggestions as to how the various individual and collective benefits brought by the organization to the social and cultural environment might be extended. The audit was conducted between December 2005 and December 2006. The audit included information from members of villages in the Nacula Tikina, which included focus group discussions with residents of the villages of Nacula, Naisisili, Navotua, Malakati, Matacakawalevu, Vuaki, and Yaqeta. Villagers, including the Chief if available, were asked a series of questions pertaining to tourism in their village as well as the impact of the Resort. Additionally, semistructured interviews were conducted with staff at the Resort a school, members of the Nacula Tikina Tourism Association, owner of the resort, and the marketing Director. Lastly, several documents, speeches, and correspondences were reviewed concerning Turtle Island and recent developments within the Tikina.
TEAM AND COMPANY INFO
ECOTOURISM INTERNATIONAL (ETI) Eco Tourism International (ETI) was co-founded in 1999 by an international economist, a natural resource and recreation manager, and an architect specializing in resort design. The company was probably the first in the world to offer comprehensive site planning, environmental and recreation assessments, and economic and financial feasibility studies exclusively to the ecotourism industry. The company has since narrowed its scope to concentrate on the financial feasibility and business planning aspects of ecotourism. It collaborates with other planning, environmental, engineering, architectural, marketing firms and other specialists to provide the broad range of services necessary to successfully implement ecotourism and sustainable tourism projects. The company has done planning, feasibility studies, business plans, economic analyses and investment proposals for government, non-government, private and tribal organizations, with a primary focus on helping private entrepreneurs to evaluate and plan ecotourism projects. ETI’s sister company, Sanders International, provides feasibility and implementation services in related sustainable development areas, including environmental technology transfer, eco-industrial park development, ecosystem services market creation, and alternative and renewable energy project development.
DR. ED SANDERS, TEAM LEADER Dr. Ed Sanders is an international economist with a background in government and private sector planning. He served in high-level U.S. Government positions as the Associate Director of the President’s Office of Management and Budget and as Staff Director of the U.S. Senate Foreign Relations Committee. He subsequently co-founded the International Planning and Analysis Center (IPAC), the consulting arm of Sears World Trade, a global trading company subsidiary of Sears Roebuck and Co. Following that, he co-founded Sanders International and Eco Tourism International, firms specializing in international environmental and ecotourism planning and project development. For the past ten years at Eco Tourism International, Ed has focused on preparing strategic plans, feasibility studies, business plans, and investment proposals for ecolodge and broader ecotourism projects. He is a former Vice-Chairman of The International Ecotourism Society (TIES), co-author of The Business of Ecolodges, a publication of TIES, and author of The U.S. Ecotourism Market, a publication of the World Tourism Organization. In addition to his planning and consulting work, Ed is a founding partner in a world-class 13,000 acre conservation and ecotourism project in Belize featuring three high-end ecolodges, preserving the last remaining tropical forest connecting the mountains to the coast in the country. Ed has a Ph.D. in economics from Yale University and attended the Advanced Management Program at the Harvard Business School.
CURRENT AND PAST AFFILIATIONS Board of Directors, Belize Lodge and Excursions Board of Directors, Colorado Chautauqua Association Board of Directors, National Academy of Public Administration Board of Directors, The International Ecotourism Society Board of Directors, Sustainable Travel International Board of Advisors, Economics Department, University of Colorado at Boulder Board of Advisors, Environmental Enterprises Assistance Fund, Board of Advisors, Rocky Mountain Sustainable Enterprises Editorial Board, Sustainability: Science, Practice, & Policy New York Council on Foreign Relations
TEAM AND COMPANY INFO
DHM DESIGN CORPORATION For over 30 years DHM Design has balanced creativity and cost effectiveness to meet project goals and satisfy our clients. The consistent success of our company is the diverse nature of our expertise and project types built on a strong foundation of environmentally and culturally responsible planning and design. Award winning and internationally recognized work with the United States National Park Service demonstrates our ability to balance visitor experience and ecological preservation. Building on this understanding of hospitality in remote environments is our culturally integrated and ecologically sensitive resort planning and design. DHM Design believes the future of tourism around the world lies in a more economically and ecologically sustainable direction. Due to our experience with both the US National Park Service and mainstream tourism we feel that DHM Design is uniquely qualified to help our clients explore this hospitality paradigm. We begin the design and planning process by considering all systems that are important to a project, such as the ecological and social health, circulation, drainage, open space, local materials and economic opportunities. We then analyze this information in relationship to the programmatic requirements and our physical understanding of the site. This analysis establishes the foundation for the continual planning and design phase. Throughout planning and design we will collaborate closely with all team members, stakeholders and the public to combine our extensive experience with established methods and our passion for seeking and refining new techniques to ensure a unique solution based on each project’s opportunities.
DHM utilizes a team based collaborative approach to our planning and design efforts. Due to our complex work in a wide variety of environments, DHM has decades of experience managing large teams of experts on projects of all sizes. Our role as the prime contracting firm for the Indefinite Delivery / Indefinite Quantity contract with the US National Park Service Northeast and Capital Regions involves managing 21 sub-consultants. On a similarly complicated resort planning project DHM is the lead planner managing a team of expert consultants based across the western United States and Mexico. Through our experience managing projects in locations as distant as China and working with consultants all around the world, DHM Design has established effective means of closely collaborating with our clients and team using Skype video or voice conferencing and GoToMeeting. We can also provide in house project specific file sharing sites to ease the transfer of large digital files. While technology has made international collaboration more efficient, we still firmly believe in establishing relationships with our clients and project stakeholders in person. It is also essential for planning and design professionals to become familiar with the site and region they are working in. To help us get to our projects more efficiently we are lucky to have good airline connections through Denver International Airport, the fifth busiest airport in the United States.
CLIFF LIND, LEED AP, SENIOR ASSOCIATE Cliff has worked as a resort planner and designer since 1996. His responsibilities include conceptual design through construction documents, construction administration, planning, graphics, business development and project management. Cliff works with communities and developers to create lasting memories for their visitors. Of special interest to Cliff are the cultural integration, ecological sensitivity, and economic sustainability of his work. In every project he seeks solutions that maintain or enhance their local communities, and reduces their environmental impact. Cliff seeks to balance the needs of the guests with the needs of the environment that they came to enjoy. Travel is also a hobby for Cliff. Having traveled extensively in 33 countries on six continents, he has witnessed the often devastating impacts of mass tourism; while some of the best examples of ecotourism around the world have inspired his work. Resort Design and Planning • Punta Chivato; B.C.S., Mexico • Hyatt Grand Aspen Hotel; Aspen, CO • Keystone Mountain House Master Plan & PUD, Keystone, CO • Confluence at Avon; Avon, CO • Springs Lodge; Keystone, CO • Colina del Sol, Los Barriles, Mexico • Bachelor Gulch; Vail, CO • One River Run; Keystone, CO • Canadian Ecolodge, Newfoundland, Canada • Grand Lodge; Keystone, CO • Tamarack Resort; Donnelly, ID • The Arrabelle; Vail, CO • Riviera Maya Resort, Xpu Ha, Mexico
Parks and Open Space • Staunton State Park Master Plan; Conifer, CO • East Grand Valley Parks and Recreation Master Plan; Mesa County, CO • Larimer County Open Lands Master Plan; Larimer County, CO • Parque Mantarraya; La Paz, Mexico • Commons Park; Denver, CO Publications • Landscape Architecture Magazine, “A Year For The Planet”, August, 2006. pg. 102-113 • Tourism Planning, Clare A Gunn and Turgut Var, advised on Chapter 3, “Growth, Sustainability, Ecotourism” for upcoming 5th edition Organizations • Member of the International Ecotourism Society, attended the Inaugural Global Ecotourism Conference 2007 • Member of the United States Greenbuild Council (USGBC), primary contact for DHM Design, active in multiple LEED Committees • Member of the USGBC Colorado Chapter EDUCATION • Bachelor of Science & Landscape Architecture, Colorado State University 1996 POLYNESIAN TRAVEL • Hawaii, Tahiti, Fiji, Cook Islands, Easter Island
TEAM AND COMPANY INFO
GREG BROWN, ASLA, ULI, DHM PRINCIPAL Gregg has over 25 years of experience designing parks, recreation, visitor, resort and tourist facilities at destinations throughout the United States, Mexico and the Caribbean. Projects include master planning for large resorts, visitor facilities, infrastructure requirements and real estate development opportunities. Greg has designed and implemented projects for the U.S. National Park Service throughout the country. He has extensive experience managing public review and approval processes that engage all constituents in project planning and implementation, as well as gaining zoning and site plan approvals. Gregg has lived and studied in Japan and is an avid scuba diver. RESORT PLANNING, DESIGN AND RESIDENTIAL DEVELOPMENT • Arrabelle and Vail Square, Vail, CO • Buckhorn Valley PUD Amendment, Gypsum, CO • Buffalo Ranch, Paradise Valley, Montana • Colina del Sol, Los Barriles, Mexico • Copper Mountain Resort Master Planning, Copper Mountain, CO • Double Eagle at Red Sky Ranch Golf Club, Eagle County, CO • Falls Creek, Lake Keowee, South Carolina • Hyatt Grand Aspen Hotel, Aspen, CO • Keystone Mountain House Master Plan & PUD, Keystone, CO • Keystone Parcel C Tract A Master Planning, Keystone, CO • Los Micos Community Plan, Honduras • Marriott’s Grand Residence, Keystone, CO
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Punta Chivato Master Plan Study, Baja Peninsula, Mexico Saddle Ridge Golf Club, Gypsum, CO Tamarack Village, Donnelly, Idaho The Retreat, Lake Keowee, South Carolina Walnut Cove, Ashville, North Carolina Winter Park Village, Winter Park, CO Riviera Maya Resort, Xpu Ha, Mexico
PARKS, RECREATION & OPEN SPACE • Cherry Creek State Recreation Area Marina and Visitor Facility, Aurora, CO • Fort Wadsworth Visitor Center, Staten Island, NY • Frisco Peninsula Recreation Area, Frisco, CO • Cape Hatteras NPS Housing, North Carolina • Yosemite NPS Housing and Recreation Area, El Portal, California URBAN DESIGN & STREETSCAPE • Denver Citywide Streetscape Guidelines, Denver, CO • Lower Downtown Design Guidelines, Denver, CO • Lower Downtown Streetscape, Denver, CO EDUCATIONAL FACILITIES • Cherry Creek School District Alternative MS/HS, Aurora, CO • University of Phoenix at Park Meadows, Lone Tree, CO • Sichuan International Studies University, Chongquing, China EDUCATION Bachelor of Landscape Architecture, State University of New York at Syracuse University, 1982
shea ferrell
nathan king
From graphic visualizations, project signage and character identity creation, to comprehensive marketing packages, Shea has the unique ability to guide a vision from concept to completion. With the experience of working with clients such as Vail Resorts, Intrawest Placemaking, and numerous resort community developers, Shea understands the unique visual formulas that contribute to the success of each project. Having lived abroad from the remote South Island of New Zealand, to the coast of Brazil, Shea pulls from past experiences to introduce unique worldy flavors into the roots of each design. As an avid adventurist and traveler, Shea understands and visually expresses the essence of what drives the passion for tourism.
Nathan King, DHM Landscape Designer and Former Peace Corps Volunteer, integrates a master’s degree in landscape architecture, international travels and a myriad of professional experience to holistically plan, preserve and design unique destinations in North America and abroad. As a Peace Corps Volunteer in Honduras, Central America, Nathan was immersed in a rural community teaching high school students, consulting small business entrepreneurs, promoting environmental protection and designing key community spaces. After completion of his service, he earned a graduate degree in landscape architecture by completing a master’s thesis for an indigenous Garifuna community on the north coast of Honduras. Based on these life changing experiences and many others, Nathan strongly believes that responsible design along with the participation, support and training of the local community are crucial for the success of any tourism initiative and ultimately the longterm protection of an area’s terrestrial and marine attractions. Since at DHM, Nathan has had the opportunity to work on a variety of exciting and challenging projects.
senior graphic designer
RESORT COMMUNITY THEMING • Colina del Sol – Site and Identity Design – Primary entry monument design, architectural consulting, Community center design and rendering. Los Barriles, Baja California Sur, Mexico • Punta Chivato – Site and Identity Design marketing identity and design Baja Peninsula, Mexico
designer and 3-d specialist
SALES MARKETING DESIGN • Colina del Sol – Sales Marketing Package – Brochure design, website graphic creation and consulting, logo development, sales marketing plan graphic design, Vicinity map design, architectural and community center renderings. Los Barriles, Baja California Sur, Mexico • Sanctuary at Keystone, Sales Marketing Package – Brochure and website design, logo development, site & area photography, architectural & character renderings, & sales sign design. Keystone, Colorado
RESORT DESIGN AND PLANNING • Xpu Ha Resort, Yucatan Peninsula, Mexico • Punta Chivato; B.C.S., Mexico • Los Micos, Honduras • Winter Park Resort, Winter Park, CO • Mountain House, Keystone, CO • One River Run Lodge, Keystone, CO • Copper Mountain Resort, Copper, CO • Ecolodge Design, Newfoundland, Canada • Landmark Condos, Vail, CO
KATHY MOYER DRAGON, CEO TRAVELDRAGON INC,
FOUNDER AND OWNER OF THE DRAGON’S PATH, ACTIVEWOMEN.COM, DRAGON CONSULTING INC
Kathy has spent the past two decades in the center of the active/experiential travel industry. Having researched, designed, marketed, sold and then personally escorted and facilitated the travel experiences of over 3000 Boomers on small group trips around the globe, Kathy has developed frontline experience that few marketing experts in the world can match. These natural focus groups proved to be the ideal arena for defining the growth of the active Boomer and Beyond market; from how Prime Time Travelers (50-70) select a trip, to why they are traveling; from which products they love (or can’t stand or wish for) to how different generations of perceive themselves in an active environment. All these questions and answers have changed over the past decade as this market segment has evolved and yes, exploded. As a passionate entrepreneur, Kathy has been instrumental in the growth of niche companies including Vermont Country Cyclers, Country Walkers, and her own company, The Dragon’s Path. She founded Whole Journeys (a business unit of Whole Foods Market’s web portal WholePeople.com) and has a reputation as a trusted leader in all aspects of the active/experiential travel industry. Kathy’s zeal for technological innovations led to the development of her blog-based web portal ActiveWomen. com, which reviews travel and products from a women’s perspective. Her most recent consulting endeavor was the development of the travel section for EONS.com created by the founder of Monster.com, Jeff Taylor.
Having now acquired and rebuilt this project, TravelDragon. com offers a community-based portal, which invites discerning travelers to search, store, share and review thousands of experiential tours and unique properties offered by hundreds of the top travel providers in the world. At launch the site hosts over 4000 detailed tour itineraries appropriate to the boomer market to be accessed through a powerful search engine and refined by categories of interest to this market including: Active, Volunteer, Learning, Green, Luxury, Culture, Family and Cruise. Her leadership experience, entrepreneurial innovations and direct involvement with Prime Time Travelers, Boomers, Women, and the Mature Market consumers on adventures around the world offer a rare and coveted lens. Kathy is a frequent national speaker and consultant on the influence of Women, Boomers, and Matures on the travel industry as well as businesses attempting to reach these consumers in the active, outdoor, luxury, technology, natural foods, and LOHAS products categories. She has presented at key marketing conferences including the Good and Green, Marketing to Women (M2W.biz), and J.Walter Thompson’s Mature Market Conference. Industry-specific speaking includes the Adventure Travel World Summit , the National Ski Area Association , The Diving Equipment & Marketing Association the Travel Society National Convention and the GORE Women’s Council and the Adventure Travel Professional Symposium & The Kitchen 07. Kathy is a contributing author of BOOM: Marketing to the Ultimate Power Consumer—The Baby Boomer Woman, as well as JWT LiveWire Spring 2006 and Fall 2007Magazine as well as hosted a variety of webcasts and webinars and podcasts.
DR. KELLY BRICKER
COMMUNITY INVOLVEMENT AND ECOTOURISM ADVISOR Dr. Kelly Bricker, Community Involvement and Ecotourism Advisor, Dr. Kelly Bricker has close to 30 years experience working in the field of parks, recreation, and tourism. She has worked several years in the British Virgin Islands as sailing captain and dive instructor; ecotourism operator in Nepal, Indonesia, and Fiji; and tourism incentive travel guide in many continents all over the world focused on nature-based and adventure travel. Dr. Bricker has taught sustainable tourism and ecotourism development in Fiji, West Virginia, and Utah, focused on community-based sustainable tourism research and practical solutions to ecotourism development in small island nations. Dr. Bricker is currently Chair of The International Ecotourism Society and was Chair of the Fiji Ecotourism Society previously. As a result, she has been involved in creating conferences, community-based initiatives, and training programs for ecotourism and sustainable tourism. She has served on several advisory councils including the National Ecotourism Advisory Committee for the Ministry of Tourism in Fiji. As a researcher, teacher, guide, and active tourism operator in the South Pacific, Dr. Bricker brings a connection for both education and training opportunities, as well as experience with tourism curriculum at the University of the South Pacific. Further, Dr. Bricker can develop training programs, conferences, and ecotourism networks affiliated with the oldest and largest ecotourism society in the world.
Dr. Bricker currently conducts research and teaches sustainable tourism at the University of Utah, and works parttime for HDR-DTA on land-use and recreation development projects all over the United States. Dr. Bricker also leads sustainable tourism courses to Fiji to study all aspects of ecotourism and marine-based tourism development. CURRENT AND RELEVANT EMPLOYMENT Associate Professor, Department of Parks, Recreation, and Tourism, University of Utah, Salt Lake City, UT, 2007-present • Senior Scientist, Recreation and Land Use, Devine Tarbell & Associates, Sacramento, CA, 2004-2007 (full-time); present (part-time, summer) • Assistant Professor, Tourism Studies Program, School of Social and Economic Development University of the South Pacific, Suva, Fiji Islands, 1998-2001 -Interim Coordinator, December-March, 1998-1999 • Director of Research and Marketing, Rivers Fiji, Pacific Harbour, Fiji Islands, 1998-present • Marine Science Instructor, Marine Science Under Sail-Outdoor Education (MSUS), Florida National High Adventure Sea Base, Boy Scouts of America, Islamorada, FL, 1988 • Program Director, “Man and His Land Expeditions” Tortola, British Virgin Islands, 1984-85; 1987-1989 CERTIFICATIONS • Wilderness Education Association Instructor, 2002-present. • PADI Divemaster: 1982-present, NAUI: Sustaining Instructor. • United States Coast Guard: Captain, Master license, 50 T Sailing Auxiliary (sustaining status)
PROFESSIONAL AFFILIATIONS 2000-present The International Ecotourism Society, elected Chair of the Board of Directors (2005-2007, 2-year term); Member through 2010; Member of the Education Committee. Serving as Interim Executive Director (September – April, 2007-2009) • 2003-present Program Coordinator, The International Ecotourism Society-University Consortium Field Certificate, launched in January 2007. • 1999-2001 President, The Fiji Ecotourism Association • 1999-2001 Member of the Editorial Board, The Journal of Pacific Studies, The University of the South Pacific • 1999-2001 Member, National Tourism Advisory Council (Ministry of Tourism, Fiji) • 1999-2001 Member, National Ecotourism Advisory Committee (Ministry of Tourism, Fiji) • 1999-2002 Member, Pacific Asia Travel Association, Fiji • 1999-2001 Member, Travel and Tourism Research Assoc. • 1999-2002 Member, World Leisure and Rec. Assoc. • 1998-2001 Member, Women in Business (Rep. of Fiji)
TEAM AND COMPANY INFO
TEAM AND COMPANY INFO
GETTLIFFE ARCHITECTURE Founded in 1984, Gettliffe Architecture’s work has expressed the premise that architectural design should engage and lift the human spirit. Seeking to achieve this within a sustainable context of environmental responsibility, our early focus on passive solar design has evolved to the broader palette of sustainable options now found on our continuously evolving in-house “green checklist,” including passive solar cooling and heating; natural ventilation; water conservation and waste water treatment; the use of local, renewable materials, resources and energy; and the mitigation of environmental impacts. The planning and design of ecotourism facilities is an area that unites Gettliffe Architecture’s expertise and experience in sustainable design and construction with a passion for enjoyable locally-inspired architecture that has a positive impact on the individual and community. Years of designing for an affluent clientele that values sustainability and connection with nature, invests in experiences and ideals, and enjoys the clarity of uplifiting spaces that are artful and inspiring has given us an appreciation of the spirit of place that ecotourists are seeking in their destinations. Our online portfolio at www.gettliffe.com illustrates our ability to design sustainable, uplifting spaces that connect people to nature while expressing the local context and identity.
We see our mission in the field of ecotourism as facilitating conservation and responsible community development through the artful planning and design of sustainable, contextually appropriate ecotourism projects that conserve energy, limit environmental impacts or restore damaged environments, and lift the human spirit through connection to nature, natural light and thermal delight. Planning and architectural services offered by Gettliffe Architecture for conservation and community-based ecotourism and development projects include site evaluation and analysis, resource inventory, programming and definition of project requirements, collaborative planning processes, site and master planning, phasing recommendations, schematic design, presentation renderings, design development, construction documents, and construction consultation. Our experience in community projects has included collaborative group processes; analysis of social and community development issues, available resources and technology; site analysis and master planning; project cost analysis; architectural services; and interface with local architects and building professionals. We value a community-based process drawing from and upholding local identity and resources.
DOMINIQUE GETTLIFFE, OWNER/PRINCIPAL Dominique Gettliffe, principal of Gettliffe Architecture, founded his practice in 1984 with a focus on sustainable design that conserves energy, limits environmental impact and contributes to the users’ enjoyment of life. His designs achieve this through clarity and simplicity, connection to nature, and the use of natural light, space and form to lift and inspire. For over 25 years he has designed for a clientele that values sustainability and connection with nature, that invests in experience and ideals, and that enjoys the clarity of uplifting spaces and places that are artful and inspiring, yet born from the local context and identity. Project photos may be viewed online at: www.gettliffe.com. Dominique’s expertise in inspiring, contextually appropriate design is enhanced by years of managing the construction of projects designed by Gettliffe Architecture. He is experienced in coordinating and leading a large team of people with diverse skills and backgrounds in the implementation of complex projects. His interest in design that promotes healthy communities has led him to participate in community and humanitarian architecture projects in the United States and abroad, and to his current focus on community-based ecotourism and development projects.
Mr. Gettliffe worked in a collaborative process with the community group representing the women who would be using the Pweto marketplace to identify the project requirements and create the specific program that the design would address. His involvement also included researching local resources, materials and approaches to construction, including cost analysis. He evaluated alternative sites (with input from the community group) to determine where the facilities should be built, and negotiated the purchase of the selected site. He provided site and master planning, and schematic design services, and was involved in the selection of the construction manager who oversaw construction of the marketplace. More details are on Gettliffe Architecture’s website at: www.gettliffe.com/gallery.php?page=congo. PROFESSIONAL MEMBERSHIP & CREDENTIALS • Member of The International Ecotourism Society (TIES) • Member of the American Institute of Architects. • Awarded the French Architectural License in 1980. • Awarded the Colorado Architectural License in 1994. • Named by Mountain Living Magazine as a top Mountain Architect in 2006, 2007 and 2008.
EDUCATION • Ecole des Beaux Arts Architecture School, Paris, France 1980 grad. • Georgia Institute of Technology, Atlanta, Georgia, 1976-1977 • Ecole d’Architecture de Nancy, France, 1973-1975